anthropics/investment-banking/skills/buyer-list

Buyer List

description: Build and organize a universe of potential acquirers for sell-side M&A processes. Identifies strategic and financial buyers, assesses fit, and prioritizes outreach. Use when preparing for a sell-side mandate, building a buyer universe, or evaluating potential partners. Triggers on "buyer list", "buyer universe", "potential acquirers", "who would buy this", "strategic buyers", or "financial sponsors".

Workflow

Step 1: Understand the Target

• Company description, sector, and business model
• Revenue, EBITDA, and growth profile
• Key assets and capabilities (IP, customer relationships, geographic footprint, team)
• Expected valuation range
• Seller preferences (strategic vs. financial, management continuity, timeline)

Step 2: Strategic Buyers

Identify strategic acquirers across categories:

Direct Competitors

• Companies in the same space that would gain market share
• Rationale: Revenue synergies, eliminate competitor, scale

Adjacent Players

• Companies in adjacent markets that could expand into the target's space
• Rationale: Product extension, cross-sell, new market entry

Vertical Integrators

• Customers or suppliers that could integrate vertically
• Rationale: Supply chain control, margin capture, strategic lock-in

Platform Builders

• Large companies building a platform in the space through M&A
• Rationale: Tuck-in acquisition, fill capability gap

For each strategic buyer, assess:

| Buyer | Sector | Revenue | Strategic Fit | Financial Capacity | M&A Track Record | Likelihood | Priority | |-------|--------|---------|--------------|-------------------|------------------|------------|----------| | | | | High/Med/Low | | Active/Moderate/None | | A/B/C |

Step 3: Financial Sponsors

Identify PE/financial buyers:

Platform Investors

• Sponsors looking for a new platform in this sector
• Criteria: Fund size, sector focus, deal size range

Add-on Buyers

• Sponsors with existing portfolio companies that could acquire the target as a bolt-on
• Identify the specific portfolio company and synergy rationale

Growth Equity

• For earlier-stage or high-growth targets
• Minority vs. majority preference

For each sponsor:

| Sponsor | Fund Size | Sector Focus | Portfolio Overlap | Recent Activity | Priority | |---------|-----------|-------------|-------------------|-----------------|----------| | | | | | | A/B/C |

Step 4: Prioritization

Tier the buyer list:

• Tier 1 (5-10): Highest strategic fit, proven acquirers, clear rationale — contact first
• Tier 2 (10-15): Good fit but less obvious — contact in second wave
• Tier 3 (10-20): Possible but lower probability — contact if process needs broadening

Step 5: Contact Mapping

For each Tier 1 buyer:

• Key decision maker (CEO, Corp Dev head, Partner)
• Relationship status (existing relationship, cold outreach, need introduction)
• Known preferences or constraints (size, geography, structure)
• Best approach channel

Step 6: Output

• Excel workbook with:
  • Strategic buyers tab (sorted by tier)
  • Financial sponsors tab (sorted by tier)
  • Contact mapping for Tier 1
  • Summary statistics (total buyers by tier, by type)
• One-page buyer universe summary for the engagement letter or pitch

Important Notes

• Quality over quantity — a focused list of 30-40 well-researched buyers beats a list of 200 names
• Research recent M&A activity — buyers who just did a deal in the space are either hungry for more or tapped out
• Check for antitrust concerns with direct competitors — flag any that might face regulatory issues
• Financial sponsors: check fund vintage and deployment pace — a fund nearing end of investment period may be more motivated
• Always ask the seller if there are buyers they want included or excluded
• Update the list as the process progresses — move buyers between tiers based on feedback